1、Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 6-16.1Building the Project TeamNegotiate with Their SupervisorTalk to Potential Team MembersIdentify Necessary SkillsRenegotiate with Top ManagementIdentify People With SkillsBuild Fallback PositionsAssemble the TeamSuccess?Success?Y

2、esYesNoNoBuild in Fallback Positions后方陣地Try to negotiate談判 for partial assistanceAdjust project schedules and priorities accordingly優(yōu)先順序Notify通告 top management of the consequencesCopyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 6-2Copyright 2010 Pearson Education, Inc. Publishing a

3、s Prentice Hall 6-36.2 Characteristics of Effective Project TeamsClear Sense of MissionProductive Interdependency互相依賴Cohesiveness凝聚力TrustEnthusiasmResults Orientation結(jié)果定向Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 6-46.3 Reasons Why Teams FailPoorly developed or unclear goalsP

4、oorly defined project team roles & interdependenciesLack of project team motivationPoor communicationPoor leadershipTurnover翻覆 among project team membersDysfunctional behavior機(jī)能失調(diào)的The effects of Unclear goalsPermit multiple interpretations允許多重解釋Impede 阻礙the willingness of team members to work togeth

5、erIncrease conflict沖突Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 6-5The reasons why project team motivation is lowThe project is perceived被認(rèn)為是 as unnecessaryThe project may have low priority低優(yōu)先權(quán)Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 6-6Copyright 201

6、0 Pearson Education, Inc. Publishing as Prentice Hall 6-76.4 Stages in Group DevelopmentForming members e acquaintedStorming調(diào)節(jié)階段 conflict beginsNorming規(guī)范化 members reach agreementPerforming履行 members work togetherAdjourning解散階段 group disbandsPunctuated Equilibrium點(diǎn)段平衡說 is a different modelTABLE 6.1 S

7、tages of Group DevelopmentStageDefining CharacteristicsForming Members get to know one another and lay the basis for project and team ground rulesStormingConflict begins as team members begin to resist authority and demonstrate hidden agendas and prejudicesNormingMembers agree on operating procedure

8、s and seek to work together, develop closer relationships, and commit to the project development processPerformingGroup members work together to plish their tasksAdjourningGroups may disband either following the completion of the project or through significant reassignment of team personnelCopyright

9、 2010 Pearson Education, Inc. Publishing as Prentice Hall 6-8Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 6-9Team Development Stages1. Forming2. Storming3. Norming4. PerformingConvene召集Adjourn推遲Inclusion包含ControlCooperation合作ProductivityProductiveOrganizedInfightingTestingQuiet

10、 Polite Guarded Impersonal Business-like High MoraleEstablish procedures Develop team skills Confront issues Rebuild moraleConflict over control Confrontational Alienation Personal agendas Low moraleTrust Flexible Supportive Confident Efficient High Morale6.5 Achieving Cross-functional CooperationTw

11、o-stage model (Figure 6.4 on page 178):The first set of factors influences cooperationAnd the second set influences esCritical factors關(guān)鍵因素 that influence cooperation and behavior : superordinate goals, rules and procedures, physical proximity, and accessibilityCopyright 2010 Pearson Education, Inc.

12、Publishing as Prentice Hall 6-10Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 6-11Achieving Cross-Functional CooperationCross-functional cooperationTask esPsycho-Social esRules & ProceduresPhysical ProximityAccessibilitySuperordinate GoalsCopyright 2010 Pearson Education, Inc. P

13、ublishing as Prentice Hall 6-12Building High-Performing Teams Make the project team tangiblePublicity, interactionTerminology & languageReward good behaviorFlexibility (everyone views rewards differently)Creativity (alternative means )Pragmatism (what we can reward, how superior performance)Develop

14、a personal touchLead by examplePositive feedback for good performanceAccessibility & consistencyCopyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 6-136.6 Virtual Project Teamsuse electronic media to link members of a geographically dispersed project teamHow Can Virtual 有效的Teams Be I

15、mproved?Use face-to-face communication when possibleDont let team members disappearEstablish a code 行為守則of conduct管理Keep everyone in the communication loop通信環(huán)Create a process for addressing conflict沖突Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 6-146.7 Conflict ManagementConfli

16、ct 沖突is a process that begins when you perceive that someone has frustrated or is about to frustrate a major concern of yours.CategoriesGoal-orientedAdministrativeInterpersonalViewsTraditionalBehavioralInteractionistCopyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 6-15Sources of Co

17、nflictOrganizationalReward systemsScarce resourcesUncertaintyDifferentiationInterpersonal人際的Faulty有錯(cuò)誤的 attributionsFaulty communicationPersonal grudges怨恨 & prejudices偏見Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 6-16Conflict ResolutionMediate間接的 defusion/confrontationArbitrate仲裁 judgmentControl cool down period Accept unmanageable Eliminate消除 transfer Conflict is often evidence of prog